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-edition-ireland-test-bank/
TRUE/FALSE
1. The job of strategic leadership is reserved for top managers. Managers at lower levels can not be
strategic leaders.
2. In order to be successful, strategic leaders must only make revolutionary changes when they are new to
an organization.
3. The jobs of CEO and Chairman of the Board of Directors are essentially the same.
5. Developing the top management team and a plan for management succession are important strategic
leadership actions.
7. When firms are performing poorly they are more likely to use an outside CEO succession.
9. The top management team at most firms is composed of people with the title of General Manager and
higher.
10. When CEOs select members of their top management team, they usually prefer people who think
differently from them and who will be willing to disagree with them.
11. According to the text, the majority of CEO successions involve hiring someone from inside the firm.
12. According to the text, the majority of CEO successions involve hiring someone from outside the firm.
13. A homogeneous top management team is more likely to make major mistakes than a heterogeneous
top management team.
14. Historically, Nissan has always made sure to include non-Japanese employees in its top management
teams.
15. Heterogeneous top management teams make decisions more quickly than homogeneous teams, but are
less likely to make mistakes.
16. A policy of hiring and promoting people from within the company to top management positions does
little to motivate employees to perform well.
17. When a new CEO is selected from within the company, she/he is less likely to make drastic strategic
changes than when an outsider becomes the new CEO.
18. When companies are performing poorly, they are more likely to select a new CEO from within the
firm, so that employees are already familiar with and comfortable with the new CEO’s personality and
leadership style.
20. According to the text, recent estimates suggest that up to 75% of a company’s value may be contained
in its intangible resources.
21. Human capital, organizational culture, and intellectual property are all examples of intangible
resources.
22. Companies develop employee training programs to enhance their human capital.
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